Leadership Styles Essay

pauperismGiving the input on attr bendionship styles and trance work out, we should presume the cipher is to conceive and improve the style of functioning as a attracter.To pay back with, there moldiness prolong clear idea as to what is meant by leading. attractership is the activity of influencing people to strive bequeathingly for convocation objectives. This exercise is a function of the leader, the followers and the situation. In any situation exhausting to influence the demeanor of another individual or separate, leading is operating. hence star tries leadership at whizz time or the other, whether activities atomic number 18 centred around a business, educational institution, hospital, political organization, Government organization or a family.As part of this process, one who endeavours to influence the behaviour of others becomes a potential leader and the somebodys he is attempting to influence be the potential followers. This whitethorn happen irre spective of the fact that the leader may be their emboss or a colleague (associate) or a subordinate or a friend or a relative. In other spoken communication with a style of. functioning he influences attitudes and expectations, which in score for encourage or discourage the followers activity or achievement, enhance or diminish the followers commitment to the work, and so onIn our day-to-day life, we come across instances of how people atomic number 18 influenced by the activities or word of a somebody who is trying to lead them. We constantly make judgments about the leaders of our have office. In our mind, we make a difference between a pricey leader and a stinky one, by judging his style or way of functioning and his influence on others. Hence, in brain the phenomenon of leadership, priority must first understand the various styles of the leaders. 4LEADERSHIP STYLESThe word style is the way in which the leader influences followers.Person and purlieu function in c onjunction with the behaviour itself and reciprocally interact to determine behaviour. A person, through his actions, produces the environmental conditions that affect his behaviour in a reciprocal fashion. The experience generated by behaviour similarly partly determines what a person becomes and weed do. This in turn affects his posterior behaviour. The possibility is called affable learning theory because, individuals learn in an environment in the process of interacting with apiece other which is a social process.The finish of this theory in understanding the behaviour of a leader and the unbroken reciprocal interaction between the person (leaders cognitions) and environment (including subordinates and their needs, experiences, objectives in the organization. abilities, skills, energy performance, and so on kn cause as contingencies that regulate their behaviour).The three aspects of this theory of leadership assume that the leader knows how his behaviour is controlled b y various needs, situations and experiences that he undergoes.The leader works with the subordinates to discover what those needs situations and experience. The leader and the subordinates jointly attempt to discover ways in which they go off manage their individual behaviour to produce in return satisfying as well as organisationally cultivable outcomes. In this approach, the leader and the subordinates birth a negotiable and interactive relationship. They are continuously aware of how they can modify or influence each others behaviour by giving the rewards or prop back the performance respectively. 4,5,6TYPES OF LEADER AND POWER CONCEPT Formal fascinatingnessA formal leader is selected by the organization. For example, a private instructor is a formal leader by virtue of the authority coming from the organization. He influences others to avail accomplish the goals of the organization or unit. such(prenominal) a leadership lasts over a long period of timecozy LeaderAn on the loose(p) leader is chosen by the radical. Thus, all jitneys are leaders if their authority is accepted, precisely not all leaders are managers. Informal leadership is leadership without position and may shift from one person to another. It may last for a brief time. Most people are leaders at one time or the other and they can have influence on others as defined by the idea of leadership.The ideal leader is the one who can combine the formals and informal leadership simultaneously within himself.SUCCESSFUL VERSUS EFFECTIVE LEADERAs we have seen in the preceding discussions, leadership is the activity of influencing people to strive willingly for assort objectives it is the index to persuade others to provoke something done. So the leader attempts to have some operation on the behaviour of another, which we call attempted leadership. The result to this attempt may or may not be boffo. A basic responsibility of managers in any work organization is to get the work done wi th and through people. The success of managers is measured by the takings or productivity of the group they lead. 8,10LEADER BEHAVIOUR IN GROUPSThe main(prenominal) aim apparently is to understand why individuals form groups. The solution lies in tracking the solution ideas How old were you when you first joined a group? How many distinct groups do you run to? How would you identify a group leader? Does your behaviour change when you are with diametrical groups? Have you ever led a group? In what sense were you the leader? What were the results?If our own the chiefs should be answered, which leads to the understanding of group. Behaviour and the properties of groups are essential to being some(prenominal) a good manager and an effective member of groups. A manager spends half of his time in some formal or informal meetings, where a group of people get together to solve problems or make plans. So the manager himself acts as a member of a group with other managers or colleague s. companys have a indexful effect on human behaviour. Any adjoin in proceeds of those workers was because of the importance and attention taken to the group of workers by their colleagues as well as their own interactions with each other about the quality and quantity of output they were supposed to produce. People are motivated to act in a certain way in a given situation and one should change the situation in order to make the people act the way one wants them to.There are as well as many examples where the manager decides to wages a decision on his own or to curse on groups by holding meetings or making committees. In Management, thin groups with which he interacts are very important for a manager. It may inhabit of his peers or colleagues, other managers, specialists or others who honestfully help the manager to take an effective decision.There are instances of well knit and cohesive groups, which really make a overlord performance under a good leader. For all thes e purposes gaining understanding of how to manage a group and how to become a more effective group member. In order to adopt the above two objectives, point noted is that a group is part of a larger organization with which it interacts. 1,4LEADERSHIP AND INFLUENCE PROCESSAuthority is the right to command and extract obedience from others. It comes from organization and it allows the leader to use position. power is the ability to exercise influence or control over others.In the functioning of a leader the ability to guide the action of others is achieved through his authority. Carrying out of these decisions is accomplished because of the power of the leader. The relationship between the authority and power of a leader as we go further to understand various types of powerGROUP DYNAMICS chemical group Dynamics is concerned with the interactions and forces among group members in a social situation. In the path on perplexity functions, it is important to understand dynamics of me mbers of formal or informal groups in the organization. Group Dynamics is the interaction of forces among group members in a social situation. Authoritarian, Democratic and Laissez-faire, is having three different social situations for the three styles of leadership.In class of time various meanings were attached to the term group dynamics unmatched of the meanings bring up how a group should be organized and conducted. In pop leadership, member participation and overall cooperation are emphasized. Another meaning of Group Dynamics is that it is set of techniques. In various group exercises it tries to make the leader as well as the member effective. An attempt made to make the above members play their roles in a management situation of group discussions, team building, finding out various solutions to problems by brainstorming and understanding ourselves in relation to others while we transact or interact with others.Such exercises are also provided in situations where only mem bers are present and no leader exists to direct or control the group. All these exercises are techniques to develop both the individual as well as the organization in which he or she works. The meaning of the term Group Dynamic suggest internal nature of the groups as to how they are formed, what their structures and processes are and how they function. 7,8COMPOSITION OF A GROUPIn most organizations getting the work done requires group efforts. Thus, a manager must know how to manage individual by knowing the individual dynamics, such as his values. Personality, perceptions and attitudes. A manager must know how to manage a group by understanding Group DynamicsEach group has a plebeian objective, but the members who belong to it may have other personal objectives. For example, a life policy agent may like to become a member of a parent-teacher association of a school to help promote the development process of its students. But be to that association will also help him to increase his or her contact to ensure more and more people, so he gets more commission for as many members as he can sell the insurance to.What is most important in the content of the interpretation of a group is to be aware of each other in a group. This awareness is seldom there, when we look at an aggregation of people. They are mere collections, different from what we call a group, where members see themselves as belonging to a group in order to interact and achieve the common objectives of the group. Moreover, such strain of interaction may be over a long or a short period of time. 9,10TYPES OF POWER logical actorThis power comes to the leader when the organisations authority is accepted. It comes from the rules of the organization. For example, parents, teachers, managers. police, etc. have legitimate power only when their authority is accepted in the positions they hold.Expert PowerThis is the power of knowledge and skill of special kind that are important in getting the job done. A persons professional competence or knowledge gives him the apt power. His believability increases. He can lead other persons to trust his judgments and decisions, as an expert like a physicist or a lawyer or a chemist or a computer programmer or a purchasing agent or a financial analyst. A leader himself may not be an expert in all fields, but he can certainly take the help of experts in detail fields.Charismatic PowerThis is the power of attraction or devotion, the desire of one person to admire another. A subordinate feels a positive attraction towards a leader by identifying himself with the leader, or gets influenced by the leaders attractive power. This power helps the subordinate to understand and value the leader so much that he understands and acts according to the expectations of the boss or the leader. It helps him to act as his own boss, and behave in ways he thinks the boss will want. 15Reward PowerThis power is the present or potential ability to reward for worthy behaviour. The superior or the leader has the power to give perceptible rewards such as promotion, office space, time off from work, attractive work assignments and help to the subordinate. Also psychological rewards like praise, appreciation, approval and fruition can be given by the leader or the superior to the subordinate. The subordinate has to believe that he has access to higher authorities, therefore he can give rewards. This reward power of the leader can also increase the leaders charismatic and legitimate power.Coercive PowerThis is the ability to threaten or punish. The leader can give tangible punishments like dismissal, demotion, low rating. less satisfying work assignments, etc. psychological punishments include criticism, avoidance, disapproval, satirical remarks on the subordinate. The reward power helps to avoid something undesirable.self-esteem of the subordinate increases because of reward power and decreases because of punishment or coercive power. level(p) a subordinate may withdraw or break the rules or become hostile. He may not feel attracted towards the charismatic power of the leader and at times may ignore the leaders legitimate power. Having seen the reasons for differences between the authority and power of the leader, you should know the type of leaders as understood on the basis of their authority and power. 11,12COLLECTIVE executeInterpersonal competence refers to the degree to which we are accurately aware of our encounter on others and of the impact of others on us. It is the ability to engage in an mutually helpful relationships. It enables us to achieve your personal goals as well as working class goals in the organizations where you we are a member.What are the effects of our interpersonal competence on our managerial behaviour? Interpersonally incompetent managers create an organisational environment in which members act very defensively to protect their own interests. Since everybody acts defensively in the organiz ation. where roles and relationships are basically interdependent, neither the personal goals of the members, nor the task goals can be fully realized.Problems are not confronted and are unploughed hidden from each other for fear that exploring the problems will only offend the situation. In course of time, issues which were avoided and swept under the rug assume huge proportions and overwhelm the members. On the other hand, interpersonally competent managers allow their subordinates to challenge their views and to question the organisations norms, policies, rules and objectives. When these kinds of behaviour are tolerated, people are promising to discover problems and commit themselves to their solutions. Organizational effectiveness increases.Besides these three types of roles, that may have to interact with a lot of other people from different positions consumers, suppliers, people from regulatory agencies, general public. etc. Interactions with different interest-groups dema nd different types of specific skills and competencies. Possession and understanding of these skills may not guarantee successful human relations, but it can increase your interpersonal sensitivity and help you take appropriate action to improve relationships. 13,14References Rao, T.V., HRD in the New frugal Environment, Tata McGraw-Hill Book Company, New Delhi,1994Drucker, P.F. (1974). Management Task Responsibilities and Practices, Harper &Row, New York.Murtin, CC., 2004., externalize Management How to Make It Work, AmaCom, N.Y.Neale RH, 1984., Managing Projects , GenevaNicholas, J.M., 1990., Managing Business and Engineering Projects Concepts &Implementation, Prentice Hall. 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